Part IIRecognizing the need for change and startingthe change process58

3

Recognizing he need for change 60

4

Saring he change process 72

Part IIIDiagnosis84

5

Open sysems models and alignmen 87

6

Oher diagnosic models 105

7

Gahering and inerpreing informaion for diagnosis 122

Parrt IV Managing the people issues140

8

Power, poliics and sakeholder managemen 143

9

e role of leadership in change managemen 159

10

Communicaing change 174

11

Moivaing ohers o change 191

12

Managing personal ransiions 208

13

Modes of inervening 223

Part V Planning and preparing for change240

14

Shaping implemenaion sraegies 243

15

Developing a change plan 258

vii



viii

16

Types of inervenion 270

17

Selecing inervenions 283

Part VIImplementing change300

18

Collecive learning in organizaions 304

19

Acion research 325

20

Appreciaive inquiry 337

21

Training and developmen 350

22

High performance managemen 359

23

Business process re-engineering 370

24

Lean 379

25

Resrucuring for sraegic gain: mergers and acquisiions 394

26

Merging groups: combining people for enhancedperformance 407

Part VIIReviewing change426

27

Reviewing change 427

Part VIIISustaining change436

28

Making change sick 438

29

Spreading change 448

30

Pulling i all ogeher: a concluding case sudy 456

Author index

458

Subject index

463

16

Patterns of change

1

chapter

T

Shorter Oxford Dictionary

ors svral dniions of cang, ranging from ‘subsiuion or succssion of on ing in plac of anor’ o  ‘alraion in sa or qualiy of anying’. Cangs can b larg or small, voluionary or rvolu-ionary, soug ar or rsisd